On an annual basis, shortly after the budget is approved, each department head prepares a work plan of departmental initiatives they plan to tackle with the funds put into place by the approved annual budget.
The departmental work plan focuses on things over and above the daily operations with the overarching goal to move the town forward while introducing resiliency, redundancy and efficiency into the operations of the town.
This month, and continuing next month, I am providing a summary of departmental initiatives the FY 25 budget funded as detailed to me by each department head.
Departmental Initiative Summaries
Town Manager’s Office
Complete the process to obligate $1.6 million of ARPA funds prior to Dec. 31, 2024.
Work to add a bond referendum question to fund the replacement of the Doherty Bridge.
Using the EOP in place, exercise the partial operation of the EOC with ICS processes.
Issue and administer an ethics policy including director-level financial disclosures.
Establish a Granby energy conservation, sustainability and performance standard.
Seek to formalize relationships with the LAFD, GAA, and GCTV via written Memoranda of Understanding.
Start up a Grants Office to proactively seek new funding sources for service needs.
Grants Office
Create an inventory of current grants including filing and reporting deadlines.
Create a comprehensive “needs” list of departmental/town issues that are grant eligible.
Identify new grants to address department/town needs.
Purchasing/Risk Management
Issue amended written purchasing policies to streamline a cumbersome process.
Create one uniform filing system for all RFPs and related responses.
Include general insurance requirements in all competitive procurements.
Annual license and background checks for public works and parks and rec staff.
Administrative Project Management Office
Oversee a new budget process using ClearGov while focusing on capital projects.
Establish a Granby energy conservation, sustainability and performance standard.
Human Resources
Reformat and revise all job descriptions as necessary.
Amend the personnel rules to reflect labor contracts and current practices.
Work cooperatively with the BOE on uniform hiring and onboarding practices.
Provide all employees with required training, including newly appointed supervisors.
Performance Management—roll out a new annual evaluation form.
Annual license and background checks for public works and parks and rec staff.
Community Development
Implementation of new/updated software for building permits, GIS and fire marshal.
Regulation updates for P&Z, IWWC, while aligning town ordinances with state statutes.
Monitor development filings for the battery farm and the solar development.
Work toward meaningful development on the Freshies and Kearns Town properties.
Advance the town center project to realize its vision and potential.
Complete the construction of the SBP walking trail and make the STEAP grant filings.
Continued in the November issue.